Boston MedFlight, Bedford, MA.
Boston MedFlight, Bedford, MA; Department of Emergency Medicine, Lahey Hospital and Medical Center, Burlington, MA.
Air Med J. 2022 Mar-Apr;41(2):252-256. doi: 10.1016/j.amj.2021.11.007. Epub 2021 Dec 21.
The severe acute respiratory syndrome coronavirus 2 pandemic of 2020 to 2021 created unprecedented challenges for health care organizations, including those in the critical care transport sector. Critical care transport services had to rapidly adjust to changing patient demographics, distribution of diagnoses, and transport utilization stratagem. To evolve with the pandemic, organizations developed new protocols and guidelines in rapid succession. The growth bore out of a need to cater to this new patient population and their safety as well as the safety of the crewmembers from severe acute respiratory syndrome coronavirus 2. The critical changes to operations involved adaptability, efficient communication, continual reassessment, and implementation of novel approaches. Although these lessons learned were specific to coronavirus disease 2019, many processes will apply to future respiratory epidemics and pandemics. The severe acute respiratory syndrome coronavirus 2 (SARS-CoV2) pandemic of 2020 to 2021 created unprecedented challenges for health care organizations, including critical care transport (CCT) organizations. The changes were numerous, including a change in the patient population, with a rapid decrease in trauma and pediatrics to a preponderance of adult patients with acute hypoxemic respiratory failure. CCT teams were called on to transport these patients at potential risk to themselves, especially early in 2020, before the effectiveness of personal protective equipment (PPE) was determined. Even seemingly simple tasks, such as defining a person under investigation (PUI) for coronavirus disease 2019 (COVID-19), varied from institution to institution, putting transport organizations in the middle of conflicts. Agility has always been an essential part of any CCT organization because clinicians and managers must adapt to an unpredictable environment. However, the frequency and speed of changes occurring during the COVID-19 pandemic were unprecedented. This report offers our best practices based on our experience and the available data. Although these procedures were developed for the COVID-19 pandemic, they will logically apply to future respiratory outbreaks and illuminate helpful changes for otherwise quotidian operations.
2020 年至 2021 年的严重急性呼吸综合征冠状病毒 2 大流行给医疗保健组织带来了前所未有的挑战,包括重症监护转运部门。重症监护转运服务必须迅速适应患者人口统计学特征、诊断分布和转运利用策略的变化。为了适应大流行,各组织迅速制定了新的协议和指南。这种增长是为了满足这一新的患者群体及其安全以及重症监护转运工作人员免受严重急性呼吸综合征冠状病毒 2 感染的需要。运营中的重大变化包括适应性、高效沟通、持续评估和实施新方法。虽然这些经验教训是针对 2019 年冠状病毒病的,但许多流程将适用于未来的呼吸道传染病和大流行。2020 年至 2021 年的严重急性呼吸综合征冠状病毒 2(SARS-CoV2)大流行给医疗保健组织带来了前所未有的挑战,包括重症监护转运(CCT)组织。变化众多,包括患者人群的变化,创伤和儿科患者迅速减少,而急性低氧性呼吸衰竭的成年患者居多。CCT 团队被要求转运这些患者,他们自身面临潜在风险,尤其是在 2020 年初,当时个人防护设备(PPE)的有效性尚未确定。即使是看似简单的任务,例如为 2019 年冠状病毒病(COVID-19)定义一个疑似病例(PUI),也因机构而异,这使转运组织陷入了冲突之中。敏捷性一直是任何 CCT 组织的重要组成部分,因为临床医生和管理人员必须适应不可预测的环境。然而,COVID-19 大流行期间发生的变化的频率和速度是前所未有的。本报告根据我们的经验和可用数据提供了我们的最佳实践。虽然这些程序是为 COVID-19 大流行制定的,但它们将逻辑上适用于未来的呼吸道爆发,并为日常运营提供有帮助的变化。